Public Transport Projects and Programmes Active List Transport Infrastructure Ireland (TII) April 2021
Public Transport Projects and Programmes Active ListTransport Infrastructure Ireland (TII)
April 2021
I am pleased to introduce TII’s Public Transport Projects and Programmes Active List.
Section 11 (1)(a) of the Transport (Railway Infrastructure) Act 2001 sets out one function of TII as follows;
“to secure the provision of, or to provide, such light railway and metro railway infrastructure as may be determined from time to time by the Minister or, in the case of such railway infrastructure within its functional area, by the National Transport Authority”.
The arrangements, as set out in the Public Spending Code apply to TII. Under those arrangements TII undertakes the role of Sponsoring Agency for light rail and metro public investment projects, with the National Transport Authority (NTA) undertaking the role of Approving Authority.
The light rail and metro projects and programmes outlined in this document are funded by Government through the NTA and are progressed through their lifecycle as approved by the NTA. I would like to take this opportunity to acknowledge the supportive and collaborative working relationship that exists between TII and the NTA in relation to these public investments in transformative transport infrastructure.
The Active List document provides a single page of information for each projects, outlining project details, the timeline for delivery and the benefits to be achieved on project completion. For some projects the timeline is prescribed by the National Development Plan 2018-2027. For those projects a second timeline is provided to indicate the earliest possible delivery.
I hope that this document will provide useful and up-to-date information in relation to public transport projects that TII is developing and delivering in accordance with Government policy.
Peter Walsh
CEO Transport Infrastructure Ireland
Photo of Peter Walsh
Foreword
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Contents
3
Sections
01 Project Details
► Close Out
► Construction
► Planning and Design
► Early Planning
4
5
9
14
21
02 Project Stages 25
03 Alignment with NSOs and Public Spending Code
► National Strategic Outcomes
► Project Lifecycle and Public Spending Code
27
28
29
04 Investment Priorities
► Investment Priorities
32
33
4
Project Details (Note: All costs exclude VAT)
5
Projects at Close Out
GREEN LINE INFRASTRUCTURE UPGRADE (GLIU)
2020Project
Close Out
2015Project
Initiation
2018Substantially
Complete
❑ Reduction in crowding
❑ Increased capacity
❑ Increased service frequency
❑ Increased service reliability
❑ Facilitates future capacity enhancement
❑ Facilitate adoption of 55m trams
❑ Upgrade to stops and power infrastructure on existing green line
❑ Increase length of platforms and increase power rating of substations
❑ Cater for longer trams at higher frequencies
12Stops
3Substations
€13M
Budget
Ben
efit
sTi
mel
ine
Det
ails
6
GREEN LINE CAPACITY ENHANCEMENT (GLCE)
2022Project
Close Out
2016Project
Initiation
2021Substantially
Complete
❑ 40% overall increase in service capacity
❑ Increase of 3,000 passengers per direction per hour (pdph)
❑ Future proof line capacity into 2030’s
❑ Purchase of 8 new trams
❑ Increase length of the existing fleet (26 trams) to 55m long
❑ Increased tram capacity
❑ Increased service frequency
8New
Trams
26Trams
Extended
€87M
BudgetIncluding Sandyford
Depot Extension
Ben
efit
sTi
mel
ine
Det
ails
7
SANDYFORD DEPOT EXTENSION
2020Project
Close Out
2016Project
Initiation
2019Substantially
Complete
❑ Facilitates overall capacity enhancement project
❑ Improved operational effectiveness
❑ Enables maintenance of new longer trams
❑ Extend depot building to cater for longer trams
❑ Additional tram stabling
❑ Modify & upgrade depot signalling system
❑ Upgrade admin facilities
❑ Regularise compliance issues with new building regulations
Depot modifications in a live 24hr working site
€15M
Budget
Ben
efit
sTi
mel
ine
Det
ails
8
9
Projects at / or Progressing to Construction
NETWORK ENHANCEMENTS (PTNE)
❑ Enhancements to:
▪ Sustainability,
▪ Safety,
▪ Reliability,
▪ Maintainability,
▪ Resilience and
▪ Performance of existing assets
❑ Umbrella programme for network enhancement initiatives
▪ Sustainability & energy saving measures
• Solar arrays in depots,
• Energy efficient depot retrofits,
• Tram energy use modifications etc
▪ Red Cow redevelopment & transport interchange
▪ Carrickmines park & ride
▪ Resilience project – backup central control room
▪ Operational improvements – additional turnbacks
Multi-Departmental Programme
Multi Annual Budget
Ben
efit
sTi
mel
ine
Det
ails
Multi-Annual Programme
10
❑ Provide new transport hub
❑ Facilitate Bus Connects and other transport improvements
❑ Public realm improvement opportunities
❑ Depot improvements
❑ Two new maintenance lanes
❑ Increased operational efficiencies
❑ Additional office accommodation
❑ Removal of existing temporary facilities
❑ Incorporating energy saving initiatives such as solar array and depot retrofit
❑ Regularise compliance issues with new building regulations
€25-50M
Budget
Ben
efit
sTi
mel
ine
Det
ails Additional
Office Space
+3 yearsCompletion
2021Planning
SubmissionCurrent Stage
TBCCommence
ConstructionNext Stage
RED COW REDEVELOPMENT & TRANSPORT HUB
Increased Maintenance
Facilities
Includes sustainable
initiatives such as Solar Array
TransportHub
NETWORK ENHANCEMENTS
11
❑ Increased car charging and cycle parking facilities
❑ Improved transport interchange arrangements
❑ Facilitate Bus Connects and other transport improvements
❑ Public realm improvement opportunities
❑ Replaces temporary parking located on private land to be developed
❑ Ensures continuity of service
❑ Complies with Strategic Development Zone (SDZ)
❑ Facilitates planned residential development
Car Charging & Bike Parking
€0-25M
Budget
Ben
efit
sTi
mel
ine
Det
ails
Transport Interchange
+2 yrsCompletion
2021Commence
Design &Procurement
Current Stage
TBCCommence
ConstructionNext Stage
CARRICKMINES MULTI-STOREY CAR PARK
350spaces
NETWORK ENHANCEMENTS
12
❑ Increase energy efficiency of Luas rolling stock & infrastructure
❑ Solar arrays on depots
❑ Depot retro-fit programme
❑ Tram Energy Monitoring System (TEMS)
❑ Identify and enable tram energy usage improvements
€tbcBudget
Ben
efit
sTi
mel
ine
Det
ails
LUAS ENERGY EFFICIENCY PROGRAMME
Multi-annual Programme
SolarArrays
DepotRetrofits
Energy Monitoring
Systems
NETWORK ENHANCEMENTS
13
14
Projects at Planning & Design
METROLINK
❑ High-frequency
❑ High-capacity system
❑ Caters for 20,000 passengers per direction per hour
❑ Up to 50 million passengers per annum
❑ Low journey time 25 mins Swords to City Centre
❑ Services Dublin Airport
❑ Fully integrated with bus,
light rail, DART and Irish Rail
❑ 3,000 space park & ride
❑ Active travel improvements
❑ Low emissions transport system
❑ Supports economic development and compact growth
❑ Regeneration opportunities
16Stations
19 km
Route Length
€TBCBudget
Ben
efit
sTi
mel
ine
Det
ails
TBC +8-10 yrsPassenger Operation
2020Preliminary Design
Current Stage
2021Planning Submission
Next Stage
15
CORK LRT
2031Passenger Operation
2020Preliminary Design
Current Stage
2024Planning Submission
Next Stage
❑ Efficient, fast, reliable & high capacity system
❑ Initially as a high quality bus service
❑ Scalable to Light Rail System
❑ Serves all major destinations within corridor
❑ Interchange with Irish Rail at Kent Station
❑ Park & ride on N22
❑ Relieve congestion on existing routes
❑ Support planned expansion of key facilities at UCC,
Cork Institute of Technology & Cork University Hospital
❑ Enables future development
❑ Enables regeneration
❑ Public realm enhancement opportunities
❑ Reduce reliance on cars
❑ Increased active travel options
25Stops
17 km
Route Length
€1 – 3BnBudget
Ben
efit
sTi
mel
ine
Det
ails
TBC +7 yrsPassenger Operation
2020Preliminary Design
Current Stage
TBC 2027+Planning Submission
Next StageNDP
Earliest Possible
16
LUAS FINGLAS
2028Passenger Operation
2020Commence Preliminary
DesignCurrent Stage
2023Planning Submission
Next Stage
❑ Short journey time to city centre
❑ Optimises capacity on network
❑ Technological University Dublin Link
❑ Park & ride
❑ Address public transport deficit
❑ Rail & bus interchange
❑ Radial connectivity
❑ Grass track & cycle path
❑ Enables future development
❑ Enables regeneration
❑ Public realm enhancement opportunity
❑ Reduce reliance on cars
4Stops
4 km
Route Length€250-1Bn
Budget
Ben
efit
sTi
mel
ine
Det
ails
TBC +5 yrsPassenger Operation
2020Commence Preliminary
DesignCurrent Stage
TBC 2027+Planning Submission
Next StageNDP
Earliest Possible
17
❑ New turnback facilities at:
▪ St. Stephens Green
▪ Heuston Station
❑ Enhance existing turnback at Smithfield
❑ Greater operational flexibility
❑ Enables more flexible timetables
❑ Minimises the effect of line disruptions to services
€tbcBudget
Ben
efit
sTi
mel
ine
Det
ails
NEW & ENHANCED TRACK TURNBACKS
Multi-annual Programme
2New Turnbacks
1Enhanced Turnback
Improved Operation Flexibility
NETWORK ENHANCEMENTS
18
❑ Additional capacity for Green Line
❑ Addresses bottlenecks in the system
❑ Junction modifications / improvements
❑ Upgrade traffic signalling system
❑ Grade separate some junctions
❑ Caters for projected passenger growth
€tbcBudget
Ben
efit
sTi
mel
ine
Det
ails
GREEN LINE – 30 TRAMS PER HOUR
TBC
Grade separate junctions
Traffic signalling
improvements
New turnback facilities
NETWORK ENHANCEMENTS
19
IMPROVED PLATFORM ACCESSIBILITY
❑ Abbey St and Busárus Stop are first planned projects
❑ Improve pedestrian mobility and accessibility
❑ Improve interchange between Red & Green Lines & other transport modes e.g. Connolly Station
❑ Public realm improvements
❑ Improved security / addresses anti-social behaviour
❑ Promote urban regeneration
Luas StopImprovements
€TBCBudget
Ben
efit
sTi
mel
ine
Det
ails
Multi-Annual Programme
NETWORK ENHANCEMENTS
20
Details of Projects at Early Planning
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LUAS LUCAN
2030Passenger Operation
2021Strategic Assessment
Current Stage
2024Planning Submission
Next Key Stage
❑ High capacity radial service responding to high
demand in study area
❑ Proximity to two SDZ’s
❑ Interchange with bus, rail and other light rail lines
❑ Enables future development
❑ Enables regeneration
❑ Public realm enhancement opportunities
15-18Stops
16 km
Route Length
€1 – 3Bn
Ben
efit
sTi
mel
ine
Det
ails
TBC +6 yrsPassenger Operation
2021Strategic Assessment
Current Stage
TBC 2027+Planning Submission
Next Key StageNDP
Earliest Possible
22
LUAS POOLBEG
2028Passenger Operation
2021Pre-feasibility
Current Stage
2024Planning Submission
Next Stage
❑ Serve area set for high density development
❑ Facilitate Poolbeg SDZ and Dublin Port Masterplan
❑ Interchange with bus, rail and other light rail lines
❑ Enables future development
❑ Enables regeneration
❑ Public realm enhancement opportunities
3Stops
2 km
Route Length
€100-250mBudget
Ben
efit
sTi
mel
ine
Det
ails
TBC +4 yrsPassenger Operation
2021Pre-feasibility
Current Stage
TBC 2027+Planning Submission
Next StageNDP
Earliest Possible
23
LUAS BRAY
2030Passenger Operation
2021Project Appraisal
Current Stage
2025Planning Submission
Next Stage
❑ Additional rail link to Bray
❑ Link to major future development site at Fassaroe
❑ Potential link to Shankill
❑ Improved connectivity to surrounding areas such as Cherrywood & Loughlinstown
❑ Potential interchange with bus, rail and other light rail lines
❑ Enables future development
❑ Enables regeneration
❑ Public realm enhancement opportunities
QtyStops
tbc
7-11 km
Route Length
€tbcBudget
Ben
efit
sTi
mel
ine
Det
ails
TBC +5 yrsPassenger Operation
2021Project Appraisal
Current Stage
TBC 2027+Planning Submission
Next StageNDP
Earliest Possible
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25
Public Transport Project Stages
Public Transport List – Project Stage
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Projects designated. ‘Early Planning’ in this document are considered to be at one of the following Phases of the National Transport Authority (NTA) lifecycle:
• Phase 1: Scope & Application
• Phase 2: Project Concept & Option Selection
This includes projects at Pre-Appraisal or Strategic Assessment Stage of the Public Spending Code Lifecycle. There are currently three strategic projects at Early Planning.
Early Planning
Projects at ‘Planning and Design’ stage are considered to be at one of the following Phases of the NTA lifecycle:
• Phase 3: Preliminary Design
• Phase 4: Legislative Process
This includes projects either in the Preliminary Business Case stage or the Final Business Case stage of the Public Spending Code Lifecycle and as such, may have been through Decision Gate 0 and progress towards Decision Gate 1. MetroLink and Luas Finglas are categorised as being at Planning and Design.
Planning & Design
Projects at ‘Progressing to or at Construction’ stage are considered to be at:
• Phase 5: Detailed Design & Tender Process
• Phase 6: Construction and Implementation
This includes projects in the Final Business Case stage of the PSC lifecycle and have been through Decision Gate 2 and possibly Decision Gate 3. A range of projects captured under the Public Transport Network Enhancements (PTNE) portfolio are currently in this phase.
Progressing to or at Construction
Projects at ‘Construction’ stage are considered to be at:
• Phase 7: Close Out and Review
This includes projects where construction has been completed such as the Green Line Infrastructure Upgrade (GLIU) and Green Line Capacity Enhancements (GLCE).
Close Out
27
Alignment withNational Strategic Outcomes and Public Spending Code
National Strategic Outcomes
28
Sustainable Management of Water, Waste and other Environmental Resources
National Strategic Outcomes and Active TII Public Transport Projects
29
Project Lifecycle and Public Spending Code
• TII must ensure that all individual projects and investment proposals relating to public transport projects meet relevant appraisal processes and value-for-money tests required under the Public Spending Code (PSC), before Exchequer resources are ultimately invested.
• The Public Spending Code identifies a Project Lifecycle that includes a series of steps and activities necessary to take proposals from concept to completion and evaluation. These decision gates are listed in adjacent Table 1 and mapped against the NTA’s appraisal lifecycle illustrated in Table 2 on page 8.
• There are six project phases or steps required by the Public Spending Code to bring a proposed project from concept to completion and evaluation. The project lifecycle is not necessarily linear and projects can move sequentially or loop back as different circumstances change.
• The NTA’s Project Approval Guidelines are highlighted overleaf and mapped against those of the Public Spending Code.
• TII has extensive experience evaluating, planning and managing public investment in alignment with the Public Spending Code. This document identifies the current stage of each project as at November 2020.
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Government approval is required at:
• Decision gate 0: Strategic Assessment – to develop proposal
• Decision gate 1: Preliminary Business Case
• Decision gate 2: Final Business Case 1 – to proceed to tender
• Decision gate 3: Final Business Case 2 – to award the contract
It is the responsibility of TII to inform Government should adverse developments occur, including unforeseen changes to costs or scope throughout the lifecycle of the project.
Table 1 - Decision Gates
Project Lifecycle and Public Spending CodeTable 2 - Lifecycle phases and decision gates
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Decision Gate 0 –
Approval to develop proposal
Decision Gate 1 –
Approval in Principle
Decision Gate 2 – Pre-
tender approval
Decision Gate 3 –
Approval to proceed
Intervention Points where
required
Reflection of findings in PSC
implementation arrangements
3 – Preliminary Design
Preliminary Business Case (to
be published)
2 – Project Concept & Option Selection
Detailed Project Brief/
Procurement Strategy
Tender documents
Final Business Case
5 – Detailed Design & Tender
Process
4 - Legislative Processes
7 - Close out and Review
Strategic Assessment
Report
1 - Scope and Application
Strategic Assessment
Preliminary Business Case
Monitoring Reports
6 - Construction and
Implementation
Implementation
Project Completion Report
Review
Ex-Post evaluation Report
Ex-Post EvaluationFinal Business Case
NTA Project Approval
Guidelines Phase
PSC Stage
PSC Deliverables
Governance
Indicative Timeframe
1 – 2 Years 2 – 3 Years 2 – 5 Years * 3 – 5 Years
Overall 8 – 15 Years
* Including allowance for judicial review of planning decisions
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Investment Priorities
Investment Priorities
• Public Transport capital investment is guided and prioritised by several transport policies and strategies including:
1. Project Ireland 2040: National Planning Framework (NPF);
2. Project Ireland 2040: National Development Plan 2018-2027;
3. Transport Strategy for the Greater Dublin Area 2016-2035;
4. Cork Metropolitan Area Transport Strategy 2040;
5. Galway Transport Strategy among others;
6. DTTaS Smarter Travel Policy, by providing reliable public transport options to reduce the need and dependency on cars;
7. Climate Action Plan (2019,) which promotes public transport and aims to encourage modal shift to public transport and active modes; decarbonise the public transport fleet. This is accompanied by Action 90 of the Plan to expand the capacity of the Luas network.
8. Strategic Investment Framework for Land Transport (SIFLT). This gives recognition of the significant benefits realised from the initial two Luas lines constructed, concluding, “[…]which indicate that transport infrastructure investment in Ireland can yield a good return on investment, particularly so in respect of LUAS”;
9. National Mitigation Plan (2017).
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